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2018/03/03/(Sat)

Kuehne + Nagel’s new digital collaborative platform drives efficiency gains for international supply chain customers [Forwarder]

Most comprehensive platform
Frictionless customer experience
On time monitoring of supplier reliability and product availability
Long Beach / USA, March 2, 2018 – In the course of the upcoming Trans Pacific Maritime Annual Conference, Kuehne + Nagel today announced the launch of KN ESP. By the use of the platform, customers will be able to connect, collaborate and manage their physical and digital supply chains from sourcing to delivery on a global level.

Kuehne + Nagel’s new comprehensive supply chain management platform, KN ESP, offers a modular architecture to connect international supply chain customers with their vendors, their buyers and sellers, Kuehne + Nagel’s physical assets and experts, and their cargo flows. Improvements in supplier reliability and product availability will be enabled through control of the full product life cycle, from sourcing, quality control, purchase order negotiation and management, to commercial invoice release, buyer’s consolidation, transportation and delivery. With predictive analytics and artificial intelligence, KN ESP optimises orders and prioritises transportation decisions based on a set of customer’s defined business rules, cost and service options.

It is an addition to the KN technology suite for medium to large customers providing them with the most comprehensive response to complex supply chain needs. This includes an ongoing strategic partnership with GT Nexus.

“KN ESP unique features provide a synchronised, transparent and collaborative supply chain platform that eliminates communication frictions no matter how many systems or players are involved,” says Otto Schacht, Member of the Managing Board of Kuehne + Nagel International AG, responsible for Seafreight. “It is part of our digital strategy to become a data-driven value chain provider. The implementation of KN ESP strengthens our position in the international supply chain business and supports our customers to achieve long-term competitive edge.”

Posted at 15:36   パーマリンク

A.P. Møller - Mærsk A/S receives regulatory approval from Danish Energy Agency for the divestment of Maersk Oil [Shipping Line]

The Danish Energy Agency has issued its approval of A.P. Møller - Mærsk A/S' [A.P. Moller - Maersk's] sale of Mærsk Olie & Gas A/S [Maersk Oil] to global oil major Total S.A. [Total], including the conditions for such a transfer.



As part of the agreement Total will take over Maersk Oil's organisation, portfolio, obligations and rights with minimal pre-conditions.



The Danish Energy Agency's approval of the transfer contains conditions, including that A.P. Moller - Maersk, as seller, assumes a secondary liability for the decommissioning of existing Danish offshore facilities corresponding to Maersk Oil's 31.2 % interest in the Danish Underground Consortium, should Total be unable to cover such costs.



The information in this announcement does not change A.P. Moller - Maersk's previous financial guidance for the financial year 2018.



The agreement to sell Maersk Oil to Total was announced on 21 August 2017, subject to regulatory approval from relevant authorities. As previously communicated, the closing of the transaction is expected to take place during first quarter 2018.

Posted at 15:36   パーマリンク

Kuehne + Nagel launches Sea Explorer, the first digital platform of comprehensive seafreight service offerings [Forwarder]

With the newly launched platform Sea Explorer Kuehne + Nagel offers digitally enabled insights into the largest seafreight service network, based on reliability, sustainability and transit time.

Sea Explorer offers Kuehne + Nagel’s customers an easy gateway to the company’s comprehensive overview of direct global seafreight services. With access to more than 3,000 vessels and more than 750 direct weekly services, Kuehne + Nagels network provides maximum flexibility in global container transport for all trades. Sea Explorer’s unique offering is based on the high level of integration and partnership with all major carriers.

The platform is an extension of Kuehne + Nagel’s outstanding quote, book and track capabilities. It is based on business intelligence derived from different operational data: algorithms built from robust industry expertise are paired with big data and predictive analytics provided by Kuehne + Nagel’s data company LogIndex.

Within Sea Explorer, services are ranked by smart indicators, based on big data technology, including a dynamic reliability indicator (DRI), emission score, nominal carrying capacity insights and realistic transit times for every service.

Today about 75% of the vessels arrive on-time and volatile reliability in lead times is one of the biggest challenges customers face in managing their inventory levels adequately. Through Sea Explorer customers now have the possibility to access comparative insights on service specific elements.

Kuehne + Nagel is committed to the protection of the environment and the preservation of oceans and biodiversity. Therefore the carbon emission rating actively supports customers to reduce the carbon footprint within the supply chain.

Otto Schacht, Member of the Managing Board of Kuehne + Nagel International AG, responsible for Seafreight: “High levels of data transparency are of utmost importance in logistics. Through Sea Explorer our customers will be able to access the world largest portfolio of seafreight service offerings. Thus they can base their respective decisions not just on transit times parameters but also on sophisticated comparative data such as service reliability and emission rating. We strive to provide the maximum visibility, flexibility and information to our customers throughout the world. Sea Explorer is another important step in our digitalisation approach.”

Sea Explorer is an agile project with further enhancements to come based on close collaboration with customers.

Posted at 15:35   パーマリンク

2018/03/01/(Thu)

Sustainable Supply Chain Management increases business success [Integrator]

DHL white paper outlines roadmap for companies to create Sustainable Supply Chains
Reduce emissions, save costs and leverage additional revenue streams through Sustainable Logistics

In a newly released white paper, DHL Global Forwarding, the air and ocean freight specialist of Deutsche Post DHL Group, explores the most important parts of Sustainable Supply Chain Management (SSCM) and discusses its various functional areas. Developed together with experts from Center for Advanced Sustainable Management of Cologne Business School and M3TRIX GmbH, a consultancy company for sustainable business transformation, the white paper illustrates how companies can unlock the full value of their supply chain, and have a positive environmental impact by adopting an embedded sustainability model.

"A drive towards sustainability is happening now. We see evidence that taking decisions in the interest of sustainability provides a source of innovation and growth for a lot of our customers and business partners. Stronger employee engagement is another upside as sustainability leadership instills a sense of pride and inspires employees," says Angelos Orfanos, Executive Vice President Global Marketing & Sales, DHL Global Forwarding.

The white paper provides a roadmap of potential actions for businesses that want to intensify their environmentally friendly and socially responsible actions while increasing their economic success. The included case studies demonstrate how renowned companies have improved profitability and operational performance by implementing sustainable solutions.

According to SSCM, a sustainable approach to supply chains can help reduce costs, particularly in logistics, due to a reduction of transportation costs and reuse of products and materials. SSCM promotes replacement of the long-standing, linear "take, make, dispose" production model with a circular "reduce, reuse, recycle, and return" method, driving process and product innovation, thereby generating additional revenue streams.

Engaging in environmentally and socially responsible business practices helps strengthen 'license to operate', supports employer branding and improves a company's image for the public and NGOs, while helping mitigate potential reputational risks.

"There is no doubt that there are strong ethical and environmental arguments in favor of sustainable business practices. Scientific and practical evidence now shows that following the Sustainable Supply Chain Management (SSCM) approach also creates added value for businesses," says Kathrin Brost, Global Head of GoGreen, DHL Global Forwarding. "We found that cost and emissions reductions are not contradictory, but often complementary. At DHL Global Forwarding, and in fact the entire Deutsche Post DHL Group, we are confident that our commitment to sustainability, illustrated by our GoGreen program, will contribute to retention of our market leading position in the long-term."

The emerging field of SSCM, a development of traditional Supply Chain Management (SCM), includes such functional areas as sustainable logistics, reverse logistics, sustainable supplier and vendor management, and internal sustainable operations management.

Deutsche Post DHL Group supports sustainable business practices through its company-wide GoGreen program, which outlines initiatives to achieve specific goals such as dramatic emissions reduction and increasing the use of alternative energy.

Posted at 22:23   パーマリンク

Kuehne + Nage ntegrated business model leads to good results [Forwarder]

ntegrated business model leads to good results
Strong volume growth across all business units
Gross profit increased by 7.2 per cent to CHF 7,023 million
Earnings for the year improved by 2.8 per cent to CHF 740 million
Increased dividend and continued high level of payout ratio

Kuehne + Nagel Group 2017 2016
CHF million
Turnover 22,220 19,985
Net turnover 18,594 16,525
Gross profit 7,023 6,550
Operational result (EBITDA) 1,150 1,110
EBIT 937 918
Earnings for the year 740 720
Kuehne + Nagel International AG 2017 2016
Dividend per share in CHF 5.75* 5.50
* Proposal to the Annual General Meeting on May 8, 2018


Schindellegi / CH, February 28, 2018 – The Kuehne + Nagel Group increased its growth momentum from quarter to quarter in 2017 and achieved new record highs in turnover, gross profit and earnings for the year.


Dr. Detlef Trefzger, CEO, Kuehne + Nagel International AG: “2017 was another successful year for the Kuehne + Nagel Group. The consistent implementation of our business strategies resulted in strong volume growth and a clear increase in gross profit. Once again, our integrated business model has shown its strength: The effects of difficult market conditions in one business unit were more than compensated by increased profitability in the other divisions. With our digital solutions we further increased efficiency and improved customer value at the same time. Highlights from the past business year include the seamless integration of four acquisitions which strengthen our leading position in perishables as well as pharma and healthcare logistics. Our new strategic programme is setting the course for the future success of our Group with technology- and data-based solutions”.


Development of the business units

Seafreight
In seafreight, Kuehne + Nagel increased volumes by 7.5 per cent and further extended its market share. The company handled 4.4 million TEU, about 300,000 more than in the previous year, confirming its leading global position. Kuehne + Nagel realised particularly strong volume increases in the intra-Asian und US trade lanes. Other growth drivers were the reefer container business with a rise in volumes of 25 per cent, and the Less-than-Container Load (LCL) operations, where for the first time over 2 million cubic metres were handled. Consolidation in the container shipping market once again accelerated in 2017. In many trade lanes rate increases occurred, which could only be passed on to the customers partly and with delay, especially in the first two quarters. Kuehne + Nagel’s growth in volume and productivity did not fully compensate for the margin pressure. EBIT declined by 7.0 per cent in comparison to the previous year, whereby the EBIT-to-gross profit margin (conversion rate) was maintained at an industry leading high level with 29.2 per cent.

Airfreight
Airfreight delivered an outstanding performance in 2017. Kuehne + Nagel increased tonnage by 20.4 per cent, growing twice as fast as the overall market, which itself showed the highest increase since 2010 at around 10 per cent. Kuehne + Nagel’s industry-specific airfreight solutions, for example for the pharma and healthcare or the aerospace sectors, generated significant growth. The company strengthened its leading global market position in perishables logistics with the acquisition and integration of two national market leaders in Kenya and the USA. Strong volume growth in combination with strict cost control and higher productivity resulted in an increase in EBIT by 5.0 per cent. With 30.2 per cent, the conversion rate remained at the previous year’s high level.

Overland
The consistent implementation of Kuehne + Nagel’s market strategy in overland led again to excellent results. Net turnover increased by 7.6 per cent and gross profit by 6.4 per cent. EBIT improved by 75.0 per cent compared to the previous year. The high volume increases in groupage, full truckload and intermodal operations as well as the specific services for customers from the pharma and healthcare industry and the e-commerce market contributed to the strong improvement in results.

Contract Logistics
Specialised, scalable end-to-end solutions and data-driven processes across complex supply chains again proved to be key success factors in contract logistics in 2017. Kuehne + Nagel gained significant new business and expanded the scope of services for customers particularly from the automotive, high-tech, aerospace, pharma and healthcare industries and e-commerce. The acquisition and integration of two leading pharma logistics providers in Italy and Turkey increased growth momentum in Kuehne + Nagel’s pharma logistics sector. New record highs were set: Net turnover increased by 7.8 per cent, gross profit by 10.5 per cent and EBIT improved by 9.5 per cent. Kuehne + Nagel has 10.6 million square metres of warehousing and logistics space under management, 600,000 more than in the previous year.

Net Turnover
The Kuehne + Nagel Group achieved a net turnover of CHF 18,594 million in 2017, an increase of 12.5 per cent compared to the previous year. This was due to rate increases in sea and airfreight and strong volume growth across all business units.
Net turnover increased by 14.2 per cent in the Americas, by 12.9 per cent in Asia-Pacific and by 11.8 per cent in EMEA.

Gross Profit
Gross profit, the better performance indicator for a logistics company than turnover, was at CHF 7,023 million, 7.2 per cent higher than in the previous year.
Gross profit improved by 9.1 per cent in the Americas, by 6.8 per centin Asia-Pacific and by 6.8 per cent in EMEA.

EBITDA
Earnings before interest, tax, depreciation, amortisation and impairmentof property, plant and equipment, goodwill and other intangible assets (EBITDA) increased by 3.6 per cent to CHF 1,150 million compared to the previous year.
EMEA generated the largest EBITDA contribution with CHF 675 million (58.7 per cent), followed by the Americas with CHF 246 million (21.4 per cent) and Asia-Pacific with CHF 229 million (19.9 per cent).

EBIT
In 2017, earnings before interest and tax (EBIT) improved by CHF 19 million to CHF 937 million. The Group’s EBIT margin was at 5.0 per cent. EMEA contributed CHF 523 million (55.8 per cent) to the Group's EBIT, followed by the Americas with a contribution of CHF 204 million (21.8 per cent) and Asia-Pacific with CHF 210 million (22.4 per cent).


Dividend
The Board of Directors will propose a dividend per share of CHF 5.75 (previous year: CHF 5.50) to the Annual General Meeting on May 8, 2018.


Dr. Joerg Wolle, Chairman of the Board of Directors of Kuehne + Nagel International AG: “In a demanding and rapidly changing economic environment the Kuehne + Nagel Group has strengthened its position as a leading logistics provider and improved results. The again favourable development in 2017 demonstrates that it is worthwhile to invest in our company. The dynamic market and competitive situation requests the full attention of the Board of Directors and the Management Board. The performance strength and innovative power of the Kuehne + Nagel Group makes us confident for the 2018 business year.”

Posted at 19:29   パーマリンク

2018/02/26/(Mon)

DHL and Cranfield School of Management report: E-Commerce is Transforming B2B [Education]

画像(180x127)・拡大画像(640x452)

Report highlights strategies for B2B companies to successfully compete in dynamically growing cross-border e-commerce
B2B customers increasingly expecting agile, scalable, B2C-like experience

DHL Express has released a white paper with Cranfield School of Management investigating the current trends and significant potential of the international e-commerce landscape for business-to-business (B2B) companies. The paper provides a practical guide to specific digital features and strategies used by businesses that are developing a cross-border e-commerce offering and presents a framework for companies to better understand and benchmark their own level of e-commerce development.

"We have seen B2C e-commerce grow at a faster pace than most other industry sectors in recent years, with premium cross-border shipments growing from 10% to more than 20% of the volumes of DHL Express," said Ken Allen, CEO, DHL Express. "As this study shows, there is the same potential for cross-border B2B e-commerce to grow at a dynamic pace, and the DHL Express network will be an enabler of that for businesses around the world."

"E-commerce is radically transforming the way in which B2B companies operate and opening up new market opportunities around the globe while simultaneously challenging many established companies to keep up with more agile newcomers," said John Pearson, CEO, DHL Express Europe. "The most successful e-commerce companies today provide an enhanced customer experience comparable to what we all now know from our personal online shopping activities. To compete in this changing market environment, B2B companies are also having to change their supply chains, becoming more transparent, streamlined, responsive and flexible. Based on both our longstanding relationships with the B2B sector and our success in serving cross-border B2C, DHL Express is very well placed to help industrial companies expand more actively into e-commerce."

Cross-border B2B transactions are expected to reach US $1.2 trillion within the next five years, according to Forrester Research. To take advantage of this potential, companies need to provide a more flexible, scalable and mobile customer experience in line with business-to-consumer (B2C) online shopping. However, B2B transactions differ from B2C in fundamental ways that necessitate a different approach. Adapting certain website features and functionalities, such as product catalogs and live customer support, and better integrating front- and backend systems and end-to-end logistics processes are crucial for B2B companies seeking to provide this customer experience.

"In the course of our research, we identified three archetypes of companies that are involved in e-commerce, from 'novice' to 'intermediate' to true 'innovators,'" said Professor Michael Bourlakis, Chair in Logistics & Supply Chain Management at Cranfield University. "Novices, for example, have just begun to dip their toes in the water when it comes to e-commerce and have basic functionality on their websites. Innovators, on the other hand, have sophisticated offerings and employ advanced technologies - such as machine learning and virtual reality - to better anticipate customer requirements and offer personalized experiences. With this framework, businesses can see how they compare to other companies that are developing an e-commerce offering and gain insights into improving their own e-commerce efforts."

For companies looking to build flexibility into their networks and to take advantage of the overseas demand that arises - sometimes unexpectedly - with the launch of an e-commerce offering, international express logistics companies can provide global networks that make door-to-door access to overseas markets and a premium service offering possible. This allows B2B companies to win business from new customer segments in an efficient manner, without the need for extensive warehousing and distribution networks in markets with low volume. They also provide indirect benefits to e-commerce companies by providing additional brand credibility and trust, streamlining their logistics processes, and minimizing financial risks by reducing the time spent by inventory in transit and ensuring full visibility on orders.

Based on a combination of desk research and in-depth interviews, the white paper identifies five categories of features that are essential to B2B e-commerce platforms: digital infrastructure, customer experience, customer personalization, seamless integration and synchronization of logistics. It also offers practical recommendations to companies that wish to further develop their capabilities across these five categories, such as using business intelligence tools to capture better data and enhance customer insights and looking at the supply chains of major retailers for inspiration when developing omni-channel sales networks (i.e., combining brick and mortar and web or mobile shops).

Posted at 22:20   パーマリンク

DHL and Cranfield School of Management report: E-Commerce is Transforming B2B [Education]

画像(180x127)・拡大画像(640x452)

Report highlights strategies for B2B companies to successfully compete in dynamically growing cross-border e-commerce
B2B customers increasingly expecting agile, scalable, B2C-like experience

DHL Express has released a white paper with Cranfield School of Management investigating the current trends and significant potential of the international e-commerce landscape for business-to-business (B2B) companies. The paper provides a practical guide to specific digital features and strategies used by businesses that are developing a cross-border e-commerce offering and presents a framework for companies to better understand and benchmark their own level of e-commerce development.

"We have seen B2C e-commerce grow at a faster pace than most other industry sectors in recent years, with premium cross-border shipments growing from 10% to more than 20% of the volumes of DHL Express," said Ken Allen, CEO, DHL Express. "As this study shows, there is the same potential for cross-border B2B e-commerce to grow at a dynamic pace, and the DHL Express network will be an enabler of that for businesses around the world."

"E-commerce is radically transforming the way in which B2B companies operate and opening up new market opportunities around the globe while simultaneously challenging many established companies to keep up with more agile newcomers," said John Pearson, CEO, DHL Express Europe. "The most successful e-commerce companies today provide an enhanced customer experience comparable to what we all now know from our personal online shopping activities. To compete in this changing market environment, B2B companies are also having to change their supply chains, becoming more transparent, streamlined, responsive and flexible. Based on both our longstanding relationships with the B2B sector and our success in serving cross-border B2C, DHL Express is very well placed to help industrial companies expand more actively into e-commerce."

Cross-border B2B transactions are expected to reach US $1.2 trillion within the next five years, according to Forrester Research. To take advantage of this potential, companies need to provide a more flexible, scalable and mobile customer experience in line with business-to-consumer (B2C) online shopping. However, B2B transactions differ from B2C in fundamental ways that necessitate a different approach. Adapting certain website features and functionalities, such as product catalogs and live customer support, and better integrating front- and backend systems and end-to-end logistics processes are crucial for B2B companies seeking to provide this customer experience.

"In the course of our research, we identified three archetypes of companies that are involved in e-commerce, from 'novice' to 'intermediate' to true 'innovators,'" said Professor Michael Bourlakis, Chair in Logistics & Supply Chain Management at Cranfield University. "Novices, for example, have just begun to dip their toes in the water when it comes to e-commerce and have basic functionality on their websites. Innovators, on the other hand, have sophisticated offerings and employ advanced technologies - such as machine learning and virtual reality - to better anticipate customer requirements and offer personalized experiences. With this framework, businesses can see how they compare to other companies that are developing an e-commerce offering and gain insights into improving their own e-commerce efforts."

For companies looking to build flexibility into their networks and to take advantage of the overseas demand that arises - sometimes unexpectedly - with the launch of an e-commerce offering, international express logistics companies can provide global networks that make door-to-door access to overseas markets and a premium service offering possible. This allows B2B companies to win business from new customer segments in an efficient manner, without the need for extensive warehousing and distribution networks in markets with low volume. They also provide indirect benefits to e-commerce companies by providing additional brand credibility and trust, streamlining their logistics processes, and minimizing financial risks by reducing the time spent by inventory in transit and ensuring full visibility on orders.

Based on a combination of desk research and in-depth interviews, the white paper identifies five categories of features that are essential to B2B e-commerce platforms: digital infrastructure, customer experience, customer personalization, seamless integration and synchronization of logistics. It also offers practical recommendations to companies that wish to further develop their capabilities across these five categories, such as using business intelligence tools to capture better data and enhance customer insights and looking at the supply chains of major retailers for inspiration when developing omni-channel sales networks (i.e., combining brick and mortar and web or mobile shops).

Posted at 22:20   パーマリンク

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